I need the greenbelt project for this course. Excel spreadsheet and additional 5 pareto charts
A Lean Six Sigma Case Study
If you want to prosper for a year, grow rice. If you want to prosper for a decade, plant trees. If
you want to prosper for a century, grow people — a wise old farmer reflecting back on a life
of toil in the soil
PROJECT DESCRIPTION
The following Lean Six Sigma case study will reflect a real-life healthcare problem with
Continuous Improvement and Lean Six Sigma Tools to show how some of the tools are put into
place in the real world. You will be required to complete the project along with some analysis
for each section.
Case Study:
Student Case Study
Process Improvement –
Reduction in Wait Time for
Patients in a Doctor Office
Executive Summary
Dr. Deasley is a popular Doctor in Tampa, Florida specializing in primary care. He spends a great deal of
time with each of his patients, typically, 45 minutes to one (1) hour. Dr. Deasley’s patients and staff love
him for his patience and attention. However, there are many other patients waiting in the waiting room
who become impatient at the long wait time. Dr. Deasley’s office hours are 7:30 AM to 5:30 PM Monday
through Friday. He conducts patient call backs between patients, during his lunch hour and after office
hours. We triage the calls so he gets back to more seriously sick patients first. However, sometimes he
doesn’t call back non-emergencies until the next AM. Dr. Deasley becomes overbooked because he likes
to have 10 patients scheduled per day. However, he frequently needs to rebook patients he is unable to
see due to time constraints. As a result, several long-term patients have been leaving his practice.
This has resulted in a decrease in revenue for the office. In addition, his office is experiencing a rather
high rate of staff turnover. Staff are responsible for booking patients and managing the workflow in the
office. When backlogs occur and patients become annoyed about wait times, the staff usually
experience the brunt of the patient dissatisfaction, which effects staff morale. Each time the office hires
replacement staff, it takes a significant amount of time to train new employees and it is costly to
advertise and recruit competent staff. Dr. Deasley is very concerned about both his patients and staff.
His Office Manager, Ms. Smith, who recently was employed at Memorial Hospital of Tampa, participated
in several Continuous Improvement Projects at the hospital. She is a certified Lean Six Sigma Green Belt.
As a result, Ms. Smith has suggested a plan to the doctor to conduct a Lean Six Sigma project with the
objective of Reducing Patient Wait Time and Improving Office Workflow. Ms. Smith explained the
project improvements and objectives. Dr. Deasley has approved the project. As an initial step, the Office
Manager has established her team. Each employee has a role in the project. Based on patient
complaints and the doctor’s requirements, they have some initial Voice of Customer (VOC). Patients
would like to see the Doctor within 10 minutes of arriving and spend no more than 30 minutes in the
office total for routine visits. The Doctor would like to see 15 patients per day. These changes need to
be made within 3 months in order to minimize patient dissatisfaction, stop patients leaving the practice
due to long wait times and rescheduling and improve employee morale and retention.
Define
Please fill out the project charter. Write the Goal Statement utilizing S.M.A.R.T. objectives
(Specific, Measurable, Attainable, Relevant and Time Bound):
Please complete a High Level “As Is” Process Map.
Please create a SIPOC of the process based on the information that you know. Feel free to use
your imagination for this.
Describe methods for collecting Voice of the Customer. (SEE APPENDIX A for VOC)
Please create an Affinity Diagram or List based on VOC so you can identify Customer “NEEDS”
for CTQ Tree
Please create a Critical to Quality Tree utilizing the Voice of the Customer. Identify the Needs,
Drivers and Requirements or Metric to needed to meet these needs
Conclusion of Define: The output of the DEFINE stage is a PROJECT CHARTER (PC) and identified
stakeholders. The PC shall include a Problem Statement with Goals utilizing S.M.A.R.T.
methodology to address the problems identified. The Goal will be aligned with the customer
CTQ Requirements. A clearly defines SCOPE is included in the PC. What is IN SCOPE and What is
OUT OF SCOPE? Your Team is identified, and Roles & Responsibilities are defined. A SIPOC Map
is completed. An “As Is” Process Map is completed in order to better visualize the Workflow in
the current process. The DEFINE Phase provides for identification of the VOC and CTQs, their
needs, drivers and requirements. The student will have evaluated and Affinitized the VOC. CTQ
trees were created to identify key requirements for meeting the customer’s needs. The Project
Team should have a list of external Key stake Holders, if applicable, e.g., Hospital Radiology, who
may be impacted by process changes within the Doctor’s medical practice. If the Doctor’s staff
schedule testing appointments for patients and are required to make frequent changes, this has
an impact on the department or entity conducting the testing. The Project Team will have met
with Dr. Deasley for his approval to proceed and now has a baseline to begin the Measure
phase.
Measure
Based on Customer requirements the project team collected initial data. Use Pareto Analysis of
# occurrences to determine the 5 factors which are causing over 75% of the problem with wait
time. You need to determine the biggest contributors to the problem. One tool to accomplish
this is the Pareto Chart. You need to know if it is reasonable to assume that these five
‘parameters’ are normally distributed. (SEE APPENDIX B)
Based on Pareto Analysis what are the focus areas? What are the Key Performance Indicators
(KPI’s)?
Define your Data Collection Plan. Include the types of data you will be collecting (Discrete or
Continuous), Why? (In many instances you will have a mix of both types of data depending on
the Data source.
Based on the data collected Construct FIVE (5) histograms for the below data sets. (SEE
APPENDIX C) for data sets
Interpret each of the histograms to determine whether the assumption of normality is
reasonable.
If the data are not approximately normally distributed, why not?
The team also believed there was a Motorola shift during the process. Please describe the
Motorola Shift and potential causes that they could have experienced the shift.
Calculate the DPMO for the entire process considering the 5 main opportunities for defects.
Determine the baseline sigma with the Motorola shift.
Calculate the Process Performance, Pp and Ppk, based on the time the Doctor spends with the
patient. Student will be able to compare current Process performance to Capability Study
performed for process improvements. Tint: drawing a picture of the data based on a Normal
Curve may help student visualize if data is skewed when evaluating population distribution. Use
UCL = 60 minutes and LCL = 0 Minutes. In Healthcare LCL will frequently be “O”
Pp = (Upper Spec – Target Value)/(6*Standard Deviation)
Ppk = (Upper Spec – Mean)/(3*Standard Deviation)
Conclusion of Measure: A Data Collection Plan was created. Data was taken of as many
parameters as possible before changing any variables. Key Data has been provided for your
use as directed in the instructions above. Pareto charts have been created based on the VOC.
The 5 Largest Contributing Factors have been Identified. These should have aligned with the
data provided. A method for tracking data to capture for analysis should have been identified
even if the actual data is already provided. Then from the categories and data “collected”, 5
Histograms should have been created along with the narrative for Analysis, specifically
related to determination if data was normally distributed. An explanation of the Motorola
Shift is provided. DPMO is calculated. Pp/Ppk are calculated and current process Sigma Level
is defined. It was found that Dr. Deasley was spending more time with his patients than
necessary. The process needs to be analyzed based on the data.
Analyze
Create a Stem and Leaf Plot that were captured from the patient wait times in the waiting
rooms. (SEE APPENDIX D for data set)
Calculate the measures of central Tendency. What can you interpret from these measures?
Please document a conclusion (SEE APPENDIX D for data set)
Two individual staff members were being observed performing identical activities in the Doctor’s
office. 25 random samples were taken. One of the Medical Assistants is a new employee. Medical
Assistant #1 has been with Dr. Deasley for several years. Medical Assistant #2 is a new employee
and has been with this medical practice for 9 months. We want to determine how Medical Assistant
#2 performs when compared to Medical Assistant #1 since she is a new employee. (SEE APENDIX E
for data sets)
Assume this is a one-sided t-test and the historical average of Medical Assistant #1 is .0126
Medical Assistant #1 data will be considered the population mean
Please provide the following information based on your analysis of the two Medical Assistants
• Medical Assistant #2 Average
• Medical Assistant #2 Standard Deviation
• Null Hypothesis
• Alternative Hypothesis
• T-Test Statistic
• Critical Value
• Statistical Conclusion for the null and alternative hypothesis.
Conclusion of Analyze: Stem and Leaf Plots were created; Measures of Central Tendency were also
determined, and an interpretation of the results were made. Data was analyzed to review if different
staff members were performing similarly or not. Students should have established a Null Hypothesis
and Alternative Hypothesis from the data for the 2 staff members. A one-sided T-Test was performed,
and conclusions made based on the outcome.
IMPROVE
A staff member has been stating for months that there is a correlation between the Room Availability
and the Patient arrival time. Should the Office Manager have listened to this staff member’s
observation? Refer back to the Pareto to serve as guidance.
Construct a scatter diagram and calculate the correlation coefficient to see if she is correct. SEE
APPENDIX F for data set
o Is there strong correlation between room availability and patient arrival time?
o IF there is strong correlation, is it positive or negative? (Answer with positive, negative
or N/A)
o What is the correlation coefficient between the two variables? (Use 6 decimal places)
Discuss the 8 Deadly Wastes (MUDA) of the process.
Create a Fishbone Diagram. List Potential Root Causes. Narrow Potential Root Causes to Key
Root Causes. Explain some of the key Root causes.
Discuss Improvements that you would suggest based on findings from FISHBONE Analysis.
Conclusion of Improve: A Scatter Plot was constructed, and a Correlation was completed. The
determination of whether the 2 factors Correlate based on a Correlation Coefficient determination is
stated and comments on whether the correlation is Positive or Negative are included. 8 Wastes were
evaluated and identified where applicable. A FISHBONE DIAGRAM was created, and many ideas were
brainstormed for Potential Root Cause. These were then narrowed to the critical few Root Causes.
Many improvement suggestions were made.
CONTROL
An I-MR chart was plotted for the Doctor’s office to ensure the specifications were performing as
planned and the patients and Doctors were satisfied.
Please indicate if the control chart is stable and if any Shewhart Rules have occurred.
A normality test was conducted. Please advise if the data is normal.
A capability study was completed. Please advise if the process is stable and any analysis you
find is relevant.
Please complete a Control and Monitoring Plan for the project.
Please state your conclusions of Dr Deasley’s office
Conclusion of Control: A conclusion regarding the stability of the Control Chart was made and any
violations of the Shewhart Rules were noted. Students then observed the Normality of the data. A
Capability Study was done presumably using data from improvements made and analysis of the
output was discussed. A Control and Monitoring Plan was created to ensure monitoring of
improvements for Sustainability. Finally, a control plan was developed to be used for staff to visually
track their performance and for discussion with Dr. Deasley. We have collected data after making
many improvements to see if the process is now stable. We will continue to monitor our progress and
follow the control plan.
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
APPENDIX A: VOICE OF THE CUSTOMER
Feedback from Patients:
I wait too long. I only have an hour for Lunch. I make my appointments specifically at Lunch
time because I can’t come after work.
I like to come very early and be one of Dr. D’s first patients. If I am not his 1st, I end up waiting
and am late for work. My company is very strict about being on time.
I wouldn’t mind if the doctor spent less time with me. I only usually come for an Annual
Checkup and a Flu shot. If I feel really sick, I call the office. When I broke my arm last year, the
doctor sent me right to the hospital. You guys made the arrangements for my X-Ray, so I didn’t
need to wait.
I can’t be late when I come in the afternoon. I need to pick my daughter up from school. If I
come in the afternoon, can you make it a short visit?
The doctor spends so much time asking me questions, can’t he look at my chart before I get
into the exam room?
The last time I was here, you put me in a room with someone else’s clothes. The woman had
gone to the Ladies’ room and came back to get dressed. I had to wait in the hallway.
Feedback from Staff
We need to organize the exam rooms. Dr. Deasley is always looking for something and I need to
go find it.
We can’t have multiple people at the Front desk assigning patients to rooms. They don’t always
assign patients to the right room and equipment is not available
Dr. D keeps taking equipment with him from room to room,
The patients are not getting here early enough to get them ready for the doctor. He like to have
their Blood Pressure, Weight and Temperature done before he comes in.
Patients keep arriving the last minute, then they get angry because they miss their appointment
and need to wait.
I hope I never have to reschedule Mrs. Smyth for a new appointment because the doctor
couldn’t see her. She was practically screaming at me.
We had 2 patients, Mrs. Jones and Mr. Thomas ask for their records to be sent to a new
doctor’s office. That is the 4th time that has happened this year and we are only ½ way through
the year.
The new Medical Assistant was complaining because she said there is too much chaos here. I
think she might be sorry she came her. I hope she doesn’t go back to the hospital. It takes so
much time to find good people and train them.
Feedback from Doctor
I don’t always have the instruments I need in the Exam Room. I need to have my Assistant go
find what I need. I’ve started taking Instruments with me to my next patient only to find 3 of
the same instrument I am carrying in the next Exam Room.
I have seen several patients waiting in the hall outside the Exam Room. I don’t like that
situation. We need to stop this practice.
I see some staff running around like crazy and others sitting around appearing to have nothing
to do.
I am not one of these “hands off’ doctors, I like to spend time with my patients. But sometimes
a patient will sit there with nothing to say and another patient will have a long list of issues.
If this improvement project is successful, I would like to see 15 Patients a day. We need to keep
operating costs in mind. We need to keep our equipment up to date and I need to ensure we
plan for salaries and bonuses at year end.
I notice we have had 3 people leave within the past 18 months. I would like to understand why.
It is very expensive to recruit staff and it takes time before they are proficient in their jobs. The
team we have now is very good. I would like to keep all of them. We do monitor salaries and
compare with market standards, so I know our salaries and benefits are competitive.
Feedback from Other Sources
Radiology Department is complaining because they state we make too many changes to the
patient appointments.
The Laboratory department is complaining because our patients are coming for testing outside
their assigned appointment time and too late in the day.
APPENDIX B: Based on VOC data to be used to construct CTQ’s. Project Team will
identify key focus areas in Doctor’s Office using Pareto Diagram. These focus
areas will then be monitored as defined in Data Collection Plan.
Time the Doctor was spending with Patients – 79
Number of times Dr arrives late – 4
Proper Medical Devices not Available – 30
Number of times patient is left in the hallway – 17
Rooms Available at Doctor’s Office -22
Number of times staff arrive late – 3
Staffing of Doctor’s Office -41
Number of times scheduling changes were made for patient testing – 15
Number of times patient had to be rescheduled for Dr visit – 10
Arrival Time of Patients – 52
APPENDIX C: Data set to be used to construct 5 Histograms
1. Percent of Rooms fully equipped with Proper Medical Devices
• This varies between 10.5 and 11. This is the number of devices or
number of times devices were not available in the rooms.
2. Rooms available –
• Varies from 7.45 -7.66. This is the percentage of rooms available
3. Staffing at Dr. Office
• Varies from 0.54-0.56. Effort per day (which is a value used depicting that
people that had multiple duties so you could have a fraction of a person
available).
4. Arrival Time of Patients
• Minutes late
5. Time Dr. Spends with Patients
• Minutes
Date
% of
Rooms
fully
equipped
with
Proper
Medical
Devices
% Rooms
Available
at Dr.
Office
Staffing at
Dr. Office
Percent
time
spent
Minutes
late
Time Dr.
Spends
with
Patients
4-Jul 10.82 7.45 0.5502 172 48
5-Jul 10.82 7.55 0.5522 169 34
6-Jul 10.86 7.67 0.546 177 23
7-Jul 10.87 7.65 0.5462 170 32
8-Jul 10.84 7.62 0.5491 174 19
9-Jul 10.85 7.59 0.5486 175 37
10-Jul 10.86 7.6 0.5428 167 20
11-Jul 10.87 7.52 0.5532 171 47
12-Jul 10.89 7.49 0.5472 168 27
13-Jul 10.8 7.54 0.5522 172 31
14-Jul 10.81 7.52 0.5494 168 44
15-Jul 10.89 7.61 0.5519 163 27
16-Jul 10.81 7.52 0.5509 174 61
17-Jul 10.9 7.61 0.5412 169 17
18-Jul 10.87 7.53 0.5518 171 26
19-Jul 10.86 7.57 0.5523 172 50
20-Jul 10.85 7.59 0.5415 172 11
21-Jul 10.85 7.55 0.5477 168 53
22-Jul 10.86 7.61 0.553 169 18
23-Jul 10.86 7.54 0.55 166 75
24-Jul 10.83 7.57 0.5437 172 27
25-Jul 10.89 7.51 0.5463 168 36
26-Jul 10.76 7.63 0.5566 174 40
27-Jul 10.78 7.5 0.541 175 30
28-Jul 10.86 7.58 0.5542 164 23
29-Jul 10.9 7.55 0.5569 173 15
30-Jul 10.83 7.51 0.5432 168 15
31-Jul 10.82 7.5 0.5487 170 35
1-Aug 10.87 7.59 0.5537 173 45
2-Aug 10.88 7.58 0.541 170 25
3-Aug 10.67 7.64 0.5554 173 42
4-Aug 10.72 7.48 0.5521 167 64
5-Aug 10.65 7.57 0.5532 169 23
6-Aug 10.7 7.46 0.5563 172 53
7-Aug 10.67 7.53 0.5508 165 50
8-Aug 10.65 7.6 0.5527 170 16
9-Aug 10.6 7.49 0.5546 169 41
10-Aug 10.66 7.65 0.5478 170 7
11-Aug 10.61 7.55 0.5468 165 31
12-Aug 10.69 7.55 0.5566 172 18
13-Aug 10.71 7.51 0.5531 168 53
14-Aug 10.66 7.49 0.5482 173 34
15-Aug 10.64 7.49 0.5473 172 37
16-Aug 10.62 7.49 0.5442 170 80
17-Aug 10.63 7.56 0.5491 176 19
18-Aug 10.67 7.59 0.5596 175 26
19-Aug 10.62 7.47 0.5491 170 13
20-Aug 10.62 7.58 0.5507 169 18
21-Aug 10.63 7.55 0.556 177 36
22-Aug 10.65 7.47 0.5428 178 7
23-Aug 10.68 7.63 0.5488 172 34
24-Aug 10.68 7.47 0.5531 171 28
25-Aug 10.63 7.68 0.5483 171 44
26-Aug 10.68 7.55 0.5431 171 18
27-Aug 10.58 7.47 0.545 177 23
28-Aug 10.59 7.59 0.5392 172 17
29-Aug 10.64 7.57 0.5512 170 25
30-Aug 10.64 7.53 0.5465 169 15
1-Sept 10.68 7.58 0.5479 164 23
2-Sept 10.6 7.6 0.5452 174 21
Upper Spec 11 7.66 0.56 180 60
Lower Spec 10.5 7.45 0.54 165 0
Target 10.75 7.55 0.55 170 20
APPENDIX D: Data represents Wait Time in minutes beyond their scheduled
Appointment Time for the last 70 patients. Use to create Stem and Leaf Plots.
PATIENT
WAITING
TIME
PATIENT
WAITING
TIME
PATIENT
WAITING
TIME
PATIENT
WAITING
TIME
PATIENT
WAITING
TIME
PATIENT
WAITING
TIME
PATIENT
WAITING
TIME
16 15 19 48 14 47 21
16 17 16 45 80 20 46
17 13 26 50 6 71 48
37 47 17 49 49 47 20
47 11 65 63 48 50 64
32 47 15 17 47 95 16
48 38 17 22 48 47 44
21 17 48 10 52 20 82
18 20 16 18 46 50 51
75 49 44 51 48 35 58
APPENDIX E: Data set for determining performance for Medical Assistant #2. The
historical mean for Medical Assistant #1 was .0126.
MEDICAL ASSISTANT #2
Data
% time/hour
0.009
0.010
0.011
0.011
0.010
0.011
0.011
0.013
0.008
0.012
0.010
0.013
0.014
0.012
0.009
0.014
0.011
0.015
0.011
0.015
0.011
0.011
0.012
0.008
APPENDIX F: This is the data set for evaluating Correlation between Room
Availability and Patient Arrival
Room # Availability Patient Arrival Time
154 0.554
153 0.553
152 0.552
152 0.551
151 0.549
151 0.549
151 0.548
151 0.548
151 0.548
151 0.547
151 0.547
151 0.547
151 0.547
151 0.547
151 0.547
151 0.546
150 0.546
150 0.546
150 0.546
150 0.546
150 0.546
150 0.545
150 0.545
150 0.545
149 0.545
DMAIC_Roadmap
Lean Six Sigma DMAIC Roadmap
Purpose Key Tools Key Outputs
Define To establish a quantified problem statement, objective and business case that will become the foundation to your Six Sigma project. Conduct stakeholder analysis, select team members and kick-off your project. Primary Metric Process Map Project Charter Project Plan * Process Map
* Gather VOC
* Translate VOC to CTQ’s
* QFD/HOQ
* COPQ
* Primary & Secondary Metrics
* Establish Project Charter
* Stakeholder Analysis
* Team Selection
* Project Plan
Measure Refine your understanding of the process. Assess process capability relative to customer specifications. Validate measurement systems. Brainstorm potential x’s. C&E SIPOC FMEA Cpk * Early Y=f(x) Hypothesis
* Detailed Process Map
* SIPOC
* Cause & Effect Diagram
* Cause & Effect Matrix
* FMEA
* Basic Statistics
* Normality Test
* Capability Analysis
* Gage R&R
Analyze Conduct data collection and planned studies in order to eliminate non-critical x’s and validate critical x’s. Establish a stronger and quantified Y=f(x) equation. Normality Test ANOVA 2 Sample t-test Equal Variances * Narrowed Y=f(x)
* 1 & 2 Sample t-tests
* 1 & 2 Proportions tests
* Equal variance tests
* Normality tests
* ANOVA
* Moods Median
* Mann Whitney
* Paired t-test
* Chi-Squared test
Improve Design, test and implement your new process or product under live operating conditions. Pilot solutions if feasible before broadly deploying expensive improvements or products. Pugh Matrix Linear Regression Binary Logistic Regression DOE * Refined Y=f(x)
* Pugh Matrix
* Correlation
* Simple Linear Regression
* Multiple Linear Regression
* Binary Logistic Regression
* Full Factorial DOE
* Fractional Factorial DOE
Control Plan, communicate, train and implement your product or process solutions. Ensure control mechanisms are established. Use Poke Yoke, visual controls, SOP’s and SPC wherever possible. Control Plan SOP’s Communication Plan SPC * Control Plan
* Training Plan
* Refined FMEA
* Communication Plan
* Standard Operating Procedures
* Five-S Audit
* Poke Yoke
* Visual Controls
* Statistical Process Control
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DMAIC_Project_Checklist
D.M.A.I.C Project Checklist
DEFINE IMPROVE
2 Projecct Charter 2 Potential Solutions Developed
2 Business Case (why is this project important) 2 Potential Solutions Prioritized
3 Problem Statement & Objective 2 Solution Selected
2 Baseline Data (Primary Metric “Y”) 2 Improvement Pilot/Test Plan
2 Target 2 Improvement Pilot/Test Execution
2 COPQ Estimate 2 Improvement Verified
2 Project Team 2 New Process Capability
2 Project Scope 2 Updated Process Map
2 Project Timeline 2 Solution Implementation Plan
2 Project Constraints/Dependencies 2 Primary Metric Updated
2 High Level Process Map 2 COPQ Revision
2 Customer Requirements Identified 2 Improve Phase Report
2 Define Phase Report
MEASURE CONTROL
2 Detailed Process Map 2 Full Solution Implementation
2 SIPOC 2 Standard Operating Procedures Developed
3 Data Collection Plan (Potential X’s) 2 Communication Plan
2 Measurement Systems Analysis (Primary Y) 2 Training Plan
2 Process Capability Analysis 2 Audit Plan
2 List of Possible X’s 2 Control Charts
2 Prioritized List of X’s to be Analyzed 2 Control Plan
2 Primary Metric Updated 2 Primary Metric Updated
2 COPQ Revision 2 COPQ Revision
2 Measure Phase Report 2 Full Project Report
ANALYZE
2 Sources of Variation Identified
2 Potential X’s Eliminated
2 Root Causes Confirmed (Critical X’s Identified)
2 Primary Metric Updated
2 COPQ Revision
2 Analyze Phase Report
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Contents
Lean Six Sigma Toolkit
Table of Contents
Project Charter
Six Sigma Process Map
SIPOC
VOC
Affinity Diagram
CTQ
PARETO CHART TEMPLATE
Data Collection Sheet
DPMO Calculator
DPMO Data
STEM AND LEAF
Solution Selection Matrix
A3
Counter Measures
Failure Modes and Effects Analysis
Severity Definition
Occurrence Definition
Detection Definition
Scorecard
Gantt Chart Instructions
Gantt Chart
Control Plan
RACI
Cause and Effect Diagram
Communication Plan
Training Plan
Audit Checklist
Pugh Matrix
C and E Matrix
Risk Management Plan
Sample Size Calculator
Takt Time Calculator
Z Distribution Table
T Distribution Table
F Distribution Table
Chi Square Distribution Table
PROCESS MAP TEMPLATE
TREE DIAGRAM TEMPLATE
CORRELATION COEFFICIENT
HISTOGRAM (use EXCEL to Create BINs & HISTOGRAMS) USE EXCEL HELP for instructions on creating BINS and HISTOGRAMS based on version of EXCEL you are using. SEE SSGB120 TEXTBOOK
Pp/Ppk SEE SSGB120 TEXTBOOK for Instruction & formula
STEM AND LEAF SEE SSGB120 TEXTBOOK for Instruction
MEASURES OF CENTRAL TENDENCY USE EXCEL HELP FOR FORMULA AND INSTRUCTIONS
MEASURES OF DISPERSION USE EXCEL HELP FOR FORMULA AND INSTRUCTIONS
PAIRED t TEST USE EXCEL HELP FOR FORMULA AND INSTRUCTIONS OR USE SSGB120 TEXTBOOK
t TEST USE EXCEL HELP FOR FORMULA AND INSTRUCTIONS OR USE SSGB120 TEXTBOOK
SCATTER PLOTT USE EXCEL
Project_Charter
Project Title: GO HOME!!
Black Belt Project Champion Executive Sponsor MBB/Mentor
Ms. Smith Dr Deasley
Problem Statement Business Case
Dr. Deasley becomes overbooked resulting in patients have been leaving his practice and staff turnover has increased due to low morale.
Increase business revenue through increased patient retention and employee retention
Project Goals Project Scope
Reducie patient wait time to 10 mins of arriving and spend no more than 30 mins in the office total for routine visits. Improve the general working conditions of the workers within the institution within the next three months. Increase the number of patients the doctor treats from ten to fifteen patients in a day. Within 90 days Establish a convenient patient booking routine and working on time management to ensure that patients are served as soon as they report to the facility.
We are securing and training a reliable work-force who can handle l operations efficiently to save time.
Key Milestones Constraints & Dependencies Project Risks Any additional information
Define: 12/20/2020 to 12/22/2020 Measure: 12/23/2020 to 01/15/2021 Analyze: 01/16/2021 to 01/22/2021 Improve: 01/23/2021 to 02/12/2021 Control: 02/13/2021 to 03/10/2021 Dependencies: Doctor, Staff Patients Constraints: Available time(working hours) Inability to reduce wait times could lead to a further reduction in revenue (lost patients) and increased staff turnover
Approval/Steering Committee Stakeholders & Advisors Project Team & SME’s
Name Organization Name Organization Name Organization
Dr. Deasley Patients Ms. Smith
Lab Staff members
Staff
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Sheet1
Six Sigma Process Map
SIX SIGMA PROCESS MAP TEMPLATE GO HOME!!
PROCESS ANALYSIS COMPLETED BY DEPARTMENT(S) DATE COMPLETED
K E Y COPY AND PASTE
BLANK ICONS
BELOW
Can not wait
Can wait
LEARN MORE ABOUT SMARTSHEET FOR PROJECT MANAGEMENT
STEP
START / END
INPUT / OUTPUT
FLOWCHART LINK
CONNECTORS
Requesting an appointment
Meet with Dr Deasley
Availability of appointments
If not available
Confirming the date & time with recording
Patient arrival
Waiting till called to see doctor
https://goo.gl/wZizs0
SIPOC
S.I.P.O.C. Template
Suppliers Inputs Process Outputs Customers
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Start
Step 1
Step 2
Step 3
Step 4
End
Voice of Customer Six Sigma
VOICE OF CUSTOMER (VOC) SIX SIGMA TEMPLATE GO HOME!!
ID CUSTOMER IDENTITY VOICE OF THE CUSTOMER KEY CUSTOMER ISSUE(S) CRITICAL CUSTOMER REQUIREMENT
# Who is the customer? What did the customer say? What does the customer need? What resulting action is required?
1 Patient Too long waiting, appointments take too long Quicker appointments Reduce time patients are at the clinic
2 Staff and Doctor Exam rooms not organized not everything needed is availible Better organization Organize rooms so needed equipment is where it needs to be.
3 staff Too many people assigning patients to rooms, patients assigned to wrong rooms Patients need to be assigned to correct rooms Training
4 Lab patients arriving late patients need to arrive on time ensure patients arrive on time
5 Radiology lab Too many changes made to patients appointments less changes to appointments reduce the need for changing appointments
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Affinity Diagram
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Affinity Diagram – Dr Deasley
Staffing Issues
High Turnover
Time to train new hires
Cost to recruit competent staff
Patients
Frustrated at long waiting times
Not always being called back the same day
Having to rebook appointments
Dr Deasley
Time spent with 1 patient
Patient call backs done between patient appointments
Takes medical equipment with him from room to room
Other
Radiology complains of too many changes
Lab complains of patients not making appointments on time
Data Collection Plan Template
DATA COLLECTION PLAN TEMPLATE GO HOME!!
PROJECT NAME DATE PREPARED BY
ID PERFORMANCE MEASURE OPERATIONAL DEFINITION DATA SOURCE & LOCATION SAMPLE SIZE WHO WILL COLLECT DATA? WHEN WILL DATA BE COLLECTED? HOW WILL DATA BE COLLECTED? HOW WILL DATA BE USED? ADDITIONAL DATA TO BE COLLECTED AT SAME TIME
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Stem and Leaf
GO HOME!! Project: Dr Deasley
Deliverable: Stem & Leaf
Student last name: Frey
9 5
8 0 2
7 1 5
6 3 4 5
5 0 0 0 1 1 2 8
4 4 4 5 6 6 7 7 7 7 7 7 7 8 8 8 8 8 8 8 9 9 9
3 2 5 7 8
2 0 0 0 0 1 1 2 6
1 0 1 3 4 5 5 6 6 6 6 6 7 7 7 7 7 7 8 8 9
0 6
Is it reasonably normally distributed? no
If it is not normal, what shape is it? (Use the correct name for this shape, not a description.) Bimodal, two peaks
Based on this analysis, what is the next thing you would do? Asses the difference between the 2 groups
Solution Selection Matrix
Solution Selection Matrix GO HOME!!
Project Goal Please rank each solution for each criteria
by using the 1-5 Scale as indicated below
Increase IISE SDD Membership Engagement by 10%
Very Low
(less good) Moderate Very High
(best)
1 2 3 4 5
Potential Solution
(Provide Brief Description) Potential to Meet Goal Positive Customer Impact Cost to Implement
(1 = $$$
& 5 = $) Stakeholder Buy-in Time to Implement
(1 = Long
5 = Quick) Total Score Implement? Yes/No
Weighted Criteria 10 9 8 7 5
IISE Sustainable Development Division Membership Engagement
Coffee talks with Lean topics
5 3 2 4 5 146 Yes
More interactive sessions, instead of standard panel discussions
5 4 4 3 1 144 Yes
Board meetings, problem solving discussion groups
5 4 4 3 1 144 Yes
Tracks for problem solving – interactive session less directive
5 4 4 3 1 144 Yes
Could we utilize the app to gain feedback?
5 5 2 3 1 137 Yes
IISE Connect? 5 4 5 5 5 186 Yes
Discussions with TVP’s and Track Chairs 2 3 2 3 1 89 Yes
Can we do this outside of the conference?
4 4 3 3 2 131 Yes
Survey – VOC
3 3 5 3 5 143 Yes
&”Arial,Bold”&10Solution Selection Matrix &”Arial,Regular”&8v1.0
&”Arial,Regular”&8&G_x000D_Copyright 2017 GoLeanSixSigma.com. All Rights Reserved.
A3
Project XYZ
Location Date: Project Leader: Tina Agustiady Team Members GO HOME!!
Project XYZ
Strategic Project Critical Project X Issue Resolution
1. Project Goal 3. Action Plan
Action Owner Due Date 2017 – Week Beginning
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
5 12 19 26 2 9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27
2. Project/Problem Analysis (Project: Objectives; Problem: Root Cause, Barriers, Roadblocks)
Out of scope items:
4. Results (Impact on Targets to Improve)
For each line item determine % completion
Element Item % complete sitewide
Comment
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
5. Unresolved Issues – Risks:
Legend
Planned Timeline to Complete Action Planned Due Date Planned Action “ON TARGET” Planned Action “OFF TARGET” Planned Action “Past Due” Planned Action Complete
CounterMeasureTemplate
Countermeasure for Project Data Table
Plant: # Reasons
(Root Cause Short Description. This MUST come from a root cause analysis tool) Impact Month Enter KPI Target Savings Target Gap Closure Target Actual Better Worse GO HOME!!
Date of Review: Enter Date of Review 1
Start Month: Enter 1st Month Counter Measure Form Is Used Jan
2 Feb
Mar
3 Apr
May
4 June
July
5 Aug
Sep
6 Oct
Nov
7 Dec
Problem Statement: 8
Enter Problem Statement
9
10
Overall Impact (Note: Should Exceed “Gap to Close”) 0.00%
# Reasons
(Enter Reason Being Addressed from Above) What
(Describe actions being taken to address this Root Cause) Who
(Resp for action and impact) When
(Date Complete) Impact
(Target Benefit by the Complete Date) Status
(P,D,C,A)
Planned Impact Improvement (Note: This must equal or exceed the gap closure target) 0.00%
Enter Title
Better Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 0 0 0 0 0 0 0 0 0 0 0 0 Worse Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 0 0 0 0 0 0 0 0 0 0 0 0 Target Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Actual
0 0 0 0 0 0 0 0 0 0 0 0 Gap Closure
PFMEA
# Process Function (Step) Potential Failure Modes (process defects) Potential Failure Effects (KPOVs) SEV Class Potential Causes of Failure (KPIVs) OCC Current Process Controls DET RPN Recommend Actions Responsible Person & Target Date Taken Actions SEV OCC DET RPN GO HOME!!
1 0
2 0
3 0
4 0
5 0
6 0
7 0
8 0
9 0
10 0
11 0
12 0
13 0
14 0
15 0
16 0
17 0
18 0
19 0
20 0
21 0
22 0
23 0
24 0
25 0
26 0
27 0
28 0
29 0
30 0
30 0
31 0
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Severity
Effect Criteria: Severity of Effect Defined Ranking GO HOME!!
Hazardous: Without Warning May endanger operator. Failure mode affects safe vehicle operation and / or involves noncompliance with government regulation. Failure will occur WITHOUT warning. 10
Hazardous: With Warning May endanger operator. Failure mode affects safe vehicle operation and / or involves noncompliance with government regulation. Failure will occur WITH warning. 9
Very High Major disruption to production line. 100% of product may have to be scrapped. Vehicle / item inoperable, loss of primary function. Customer very dissatisfied. 8
High Minor disruption to production line. Product may have to be sorted and a portion (less than 100%) scrapped. Vehicle operable, but at a reduced level of performance. Customer dissatisfied. 7
Moderate Minor disruption to production line. A portion (less than 100%) may have to be scrapped (no sorting). Vehicle / item operable, but some comfort / convenience item(s) inoperable. Customers experience discomfort. 6
Low Minor disruption to production line. 100% of product may have to be reworked. Vehicle / item operable, but some comfort / convenience item(s) operable at reduced level of performance. Customer experiences some dissatisfaction. 5
Very Low Minor disruption to production line. The product may have to be sorted and a portion (less than 100%) reworked. Fit / finish / squeak / rattle item does not conform. Defect noticed by most customers. 4
Minor Minor disruption to production line. A portion (less than 100%) of the product may have to be reworked on-line but out-of-station. Fit / finish / squeak / rattle item does not conform. Defect noticed by average customers. 3
Very Minor Minor disruption to production line. A portion (less than 100%) of the product may have to be reworked on-line but in-station. Fit / finish / squeak / rattle item does not conform. Defect noticed by discriminating customers. 2
None No effect. 1
Occurrence
Probability of Failure Possible Failure Rates Cpk Ranking GO HOME!!
Very High: ³ 1 in 2 < 0.33 10 Failure is almost inevitable 1 in 3 ³ 0.33 9 High: Generally associated with processes similar to previous 1 in 8 ³ 0.51 8 processes that have often failed 1 in 20 ³ 0.67 7 Moderate: Generally associated with processes similar to 1 in 80 ³ 0.83 6 previous processes which have 1 in 400 ³ 1.00 5 experienced occasional failures, but not in major proportions 1 in 2,000 ³ 1.17 4 Low: Isolated failures associated with similar processes 1 in 15,000 ³ 1.33 3 Very Low: Only isolated failures associated with almost identical processes 1 in 150,000 ³ 1.5 2 Remote: Failure is unlikely. No failures ever associated with almost identical processes £ 1 in 1,500,000 ³ 1.67 1 Detection Detection Criteria: Liklihood the existence of a defect will be detected by test content before product advances to next or subsequent process Ranking GO HOME!! Almost Impossible Test content detects < 80 % of failures 10 Very Remote Test content must detect 80 % of failures 9 Remote Test content must detect 82.5 % of failures 8 Very Low Test content must detect 85 % of failures 7 Low Test content must detect 87.5 % of failures 6 Moderate Test content must detect 90 % of failures 5 Moderately High Test content must detect 92.5 % of failures 4 High Test content must detect 95 % of failures 3 Very High Test content must detect 97.5 % of failures 2 Almost Certain Test content must detect 99.5 % of failures 1 Scorecard Villanova Basic Scorecard GO HOME!! Calculate Status Q1'15 Q2'15 Q3'15 Q4'15 Full Year 2015 Current FYF Key Business Metrics Goal Fcst Actual Goal Fcst Actual Goal Fcst Actual Goal Fcst Actual Goal Fcst Actual 1.16 0.97 Operating Expense Reduction $15.0 $12.0 $8.0 $25.0 $25.0 $29.0 $35.0 $36.0 $25.0 $24.0 $100.0 $97.0 0.9672131148 ERROR:#DIV/0! Customer Satisfaction $61.0 $58.0 $57.0 $61.0 $58.0 $59.0 $61.0 $59.0 $59.0 $61.0 $61.0 ERROR:#DIV/0! ERROR:#DIV/0! Net Income 0 1.05 OWT $10.0 $10.0 $0.0 $10.0 $10.0 $13.1 $40.0 $40.0 $60.0 $63.0 Operating Metrics 3 3 Recall Open Cases 3 3 Recall Open Case Dollars 3 3 Recall Cases w/Purchasing 3 3 Recall Case Dollars w/Purchasing 3 3 Legacy Open Cases 3 3 Legacy Open Case Dollars 3 3 Legacy Cases w/Purchasing 3 3 Legacy Case Dollars w/Purchasing 1 1 OWT Cumulative Parts Reviewed 31,200 3,802 52,800 4,967 52,800 4,967 1 1 OWT Cumulative Recovery Groups w/TF 1,213 189 1,933 195 1,933 195 Status Rules: Current status based on forecast vs. goal for future periods and based on actual vs. goal for past period. FYF status based on full year forecast vs. Goal until the year completes. Status Conditions: Green >=100% of Goal, Yellow 95%-99% of Goal, Red <95% of Goal $dollars represented in Millions VILLANOVA UNIVERSITY Gantt Chart Instructions GO HOME!! Project Plan Guide: •To delete these instructions, select this text box and then hit [Delete]. Date Cells (H6:GU7) These cells power much of the conditional formatting and allow the project plan to "float." All the cells are indirectly referenced to cell G6, which can be set to a firm date (ex. 2/1/2010) or a reference (ex. =MIN([project dates])). Adjusting cell G6 will shift the entire calendar. Task Cells (A10:F40) The tasks have three levels, deliverable, task and sub task. Each has a different conditional format in the Gantt chart area. Deliverable Sections The deliverable section(s) (ex. 15:19) can be copied and pasted as rows to add new deliverable sections below the existing sections if needed. Within each deliverable section you can add additional room for tasks by inserting a row above the light blue row (ex. 13). This way the appropriate conditional formatting is added and no formulas are compromised. Task s By entering a task in the B column the conditional formatting will make the associated bar a medium blue. By entering a task in the C column the associated bar will be light blue. The bar is shown via conditional formatting based on the dates entered (Cols D:E) cross referenced with the calendar across the top. Task dependence/precedence can be managed by creating formulas between the data cells instead of firm dates (ex. =E11+5 vs. 2/10/2010). Special Events (B2:E7) Functionality was added to allow for up to five "special events" that will highlight the background color. This was intended for non-task events that may need to be included. Misc. - There is a current date indicator that will show the current date on the Gantt chart. - The Gantt chart bars and the task list will highlight according to % complete status. - The Page Setup includes repeating rows of 2:9 and repeating columns of A:G. To print a small section of the chart simply select the area of the Gantt chart (ex. H10:AZ41) and set it as the Print Area. - Hypothetically additional days can be added to the calendar by copy and inserting columns to the left of Column GU. Be sure to check that the formulas in 6:7 and 4:5 have been copied appropriately. Gantt Chart Special Events Start End Project Plan Template Time off 2/24 3/9 GO HOME!! Holiday 1/9 1/9 Nov Dec Jan Feb Mar Apr May Jun 11/26 11/27 11/28 11/29 11/30 12/1 12/2 12/3 12/4 12/5 12/6 12/7 12/8 12/9 12/10 12/11 12/12 12/13 12/14 12/15 12/16 12/17 12/18 12/19 12/20 12/21 12/22 12/23 12/24 12/25 12/26 12/27 12/28 12/29 12/30 12/31 1/1 1/2 1/3 1/4 1/5 1/6 1/7 1/8 1/9 1/10 1/11 1/12 1/13 1/14 1/15 1/16 1/17 1/18 1/19 1/20 1/21 1/22 1/23 1/24 1/25 1/26 1/27 1/28 1/29 1/30 1/31 2/1 2/2 2/3 2/4 2/5 2/6 2/7 2/8 2/9 2/10 2/11 2/12 2/13 2/14 2/15 2/16 2/17 2/18 2/19 2/20 2/21 2/22 2/23 2/24 2/25 2/26 2/27 2/28 3/1 3/2 3/3 3/4 3/5 3/6 3/7 3/8 3/9 3/10 3/11 3/12 3/13 3/14 3/15 3/16 3/17 3/18 3/19 3/20 3/21 3/22 3/23 3/24 3/25 3/26 3/27 3/28 3/29 3/30 3/31 4/1 4/2 4/3 4/4 4/5 4/6 4/7 4/8 4/9 4/10 4/11 4/12 4/13 4/14 4/15 4/16 4/17 4/18 4/19 4/20 4/21 4/22 4/23 4/24 4/25 4/26 4/27 4/28 4/29 4/30 5/1 5/2 5/3 5/4 5/5 5/6 5/7 5/8 5/9 5/10 5/11 5/12 5/13 5/14 5/15 5/16 5/17 5/18 5/19 5/20 5/21 5/22 5/23 5/24 5/25 5/26 5/27 5/28 5/29 5/30 5/31 6/1 6/2 6/3 6/4 6/5 6/6 6/7 6/8 6/9 Start End % Complete Project Deliverable 1 12/16 12/29 Task 1 12/16 12/29 80% Task 2 12/19 12/26 60% Task 3 12/29 3/5 10% Project Deliverable 2
